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Tokyo Energy & Systems (1945) · InitiativeRaised

Improving Productivity and Generating Profits Through the Efficient Use of Human Resources and Personnel

First written in FY2017-Q2. 5 of 12 entries say "Advanced", first in FY2019. Latest entry: FY2026.

12entries
11years
1from disclosures
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How it moved
ProgressHeldSoftenedWorseRestatedFY2017-Q2 – FY2019-Q2AdvancedFY2019 – FY20252016: 12017: 220172018: 220182019: 120192020: 220202021: 020212022: 020222023: 120232024: 020242025: 120252026: 22026
Same theme, other companies
Optimization of Personnel Allocation and Personnel Expense RatioA theme 14 companies write about · 0 as a headwind · 14 as a tailwind

The whole theme swung hardest in 2025: 1 of 6 companies on the "Worse" side.

0 other companies' latest entry also says "Raised".

Ridges = years it wrote progress, valleys = years it wrote worse. Most hopeful companies at the back. Drag to turn, scroll to zoom, right-drag to pan. On a phone, two fingers turn and pinch to zoom; one finger scrolls the page.
Full recordFilings, disclosures and news, newest first
  1. FY2026RaisedAnnual report

    「Hours reduced through the digitalisation of operations to create new value from human resources (Note 1) 20,000 hours 23,522 hours 117.6% 30,000 hours」

    Hours reduced through the digitalisation of operations totaled 23,522, achieving the initial target of 20,000 hours, so the fiscal 2026 target was raised to 30,000 hours.
  2. 2026-04-23Cited as achievedRevision of earnings forecasts

    「Profit margins have improved through initiatives to improve productivity.」

    Identifies productivity improvement initiatives as a factor behind the expected improvement in profit margins.
  3. FY2025AdvancedAnnual report

    「Operational efficiency and streamlining Hours reduced through the digitalisation of operations to create new value from human resources (target is as of the end of fiscal 2026, the final year of the 2024 fiscal-year medium-term management plan) 20,000 hours 7,604 hours 38.0% 20,000 hours」

    Hours reduced through the digitalisation of operations totaled 7,604, and progress toward the target of 20,000 hours by the end of fiscal 2026 was disclosed.
  4. FY2023AdvancedAnnual report

    「Total working hours Less than 2,000 hours 1,987 hours (Achieved) Less than 2,000 hours」

    The target of fewer than 2,000 total working hours was achieved, with actual results of 1,987 hours in fiscal 2022.
  5. FY2021-Q1AdvancedAnnual report

    「In terms of profit, in addition to our efforts to reduce costs, the relatively small number of projects with high variable-cost ratios and other factors resulted in operating income of ¥691 million, up 194.1% year on year, ordinary income of ¥785 million, up 131.4%, and net income attributable to owners of the parent of ¥518 million, up 137.6%.」

    We continued our efforts to reduce costs, resulting in increases in operating income and other figures from the same period of the previous year.
  6. FY2020AdvancedAnnual report

    「Operating income was ¥500 million above plan, up 15.2%, due to improved project profitability from lower construction costs and the efficient deployment of personnel, as well as company-wide efforts to thoroughly reduce various expenses.」

    Project profitability improved through productivity-enhancement measures, including the efficient deployment of personnel, resulting in operating income of ¥500 million above plan.
  7. FY2019AdvancedAnnual report

    「Operating income was ¥4,822 million, up 14.7% year on year, due to improved project profitability from lower construction costs and the efficient deployment of personnel, as well as company-wide efforts to thoroughly reduce various expenses.」

    Improved project profitability through the efficient deployment of personnel was specifically identified as a factor behind the increase in full-year profit.
  8. FY2019-Q2RestatedAnnual report

    「Against this backdrop, in April the Company launched a new Medium-Term Management Plan identifying “sustainable growth and expansion through diversification of the earnings structure and maximization of organizational capabilities” as its highest priority. Across the Group, it worked to improve productivity through efficiency gains and cost reductions, strengthen sales capabilities and develop the human resources responsible for these initiatives, while pursuing expansion into new business domains.」

    We are developing human resources to improve productivity, enhance efficiency and reduce costs, and strengthen sales capabilities.
  9. FY2018-Q3RestatedAnnual report

    「We have worked to improve productivity and reduce costs through the efficient deployment of personnel, among other measures, but」

    We continue to pursue productivity improvements and cost reductions through the efficient deployment of personnel as a means of generating profits.
  10. FY2017RestatedAnnual report

    「To continue winning the competition and remain the choice of our customers, while further enhancing our technological capabilities and human resources capabilities」

    As means of improving productivity and generating profits, the company has identified the efficient use of personnel and further enhancement of its technological capabilities and human resources capabilities.
  11. FY2017-Q3RestatedAnnual report

    「We worked to improve productivity through the efficient deployment of personnel and thoroughly reduce costs, among other measures, but」

    We continue to improve productivity and reduce costs through the efficient deployment of personnel.
  12. FY2017-Q2First statedAnnual report

    「We worked to improve productivity through the efficient deployment of personnel and thoroughly reduce costs, among other measures」

    It seeks to improve productivity and generate profits through the efficient deployment and use of human resources and personnel.
Moved together

"Rigorous Cost Management and Reduction of Various Expenses" moved the same way as this thread, in the same document, in 5 of its 12 moves.

555444★123456
  1. ★This thread
  2. 1Rigorous Cost Management and Reduction of Various Expenses5×
  3. 2Power Generation Facility Construction and LTSA/O&M for New Power Providers and Others5×
  4. 3Work-Style Reform and the Advancement of Women's Participation5×
  5. 4Decommissioning and safety-related work at nuclear power plants4×
  6. 5Risk Management through the Business Operations Meeting and Integrated Management System4×
  7. 6Streamlining and Enhancing Construction Through Information and Communications Technology4×

★ is this thread; numbers match the list above. The number on a line is how many documents both moved the same way in; lines between the other threads count the documents they moved together in too. Threads that move together often sit closer.

When this could move next
Tokyo Energy & Systems's next results are scheduled for 2026-11-05. Read the earnings preview It last moved in the Revision of earnings forecasts of 2026-04-23: "Cited as achieved".
News
No news is linked to this thread yet. When an article touches it, it will appear here by date.
Improving Productivity and Generating Profits Through the Efficient Use of Human Resources and Personnel | TOKYO ENERGY & SYSTEMS INC. (1945) | Komori